Partner stories of female founders: too much trust can lead to breakup.

It takes a partner to start a business, a partner is like a marriage, and trust is necessary. But will too much trust create problems? such as too much trust and lead to the ability of the other person does not really understand. The writer Dan, Sichuan, serial entrepreneur, the current Black Horse will enterprise Jumeirah Education Group chief operating officer, before this venture, she had United founded Beijing Lu Mose Technology Co., Ltd. (hereinafter called Lu Mose), when the CEO. This article is about her last venture, and the story between the partners. This is one of the "entrepreneur" magazine's March 2014 issue of female entrepreneur, "Cheng also trust, lose also trust, want to understand the series of reports, welcome to the @ Entrepreneur magazine Weibo dictation: Dan Partnership: met on the train many years ago, I also in a software company as sales director. On a trip back to the train, I met my later partner Zhang Yong, I returned to Sichuan, he returned to Chongqing. At that time we chatted a few words, learned that he is my colleague, the company's research and development leader, the technical ability is very strong, has obtained many foreign patents. We talked so much that we even joked that we could start a business together without a job. 2004, I leave the company, both want to give their own holiday, but also want to spend more time with my son. After a while, I want to find something to do. Reasoning, feel can use their experience and resources in software sales, to sell software, but I do not want to find a company to work, but want to find a product to agent sales. Some people talked about it, Zhang Yong is one of them. I gave him two proposals: first, he is responsible for the development of products, I pay for the purchase of products copyright; The second is our partnership, he did research and development, I do sales, earned money common points. He chose option two. His unconditional acceptance of me laid a solid foundation of trust for our follow-up cooperation. In this way, we began to cooperate with the 0 investment. At that time, he developed a software for enterprise-class data backup and recovery, for many large enterprises need products. Product sales surprisingly smooth, the year sales to do 3 million yuan. In 2005 years, we formally set up a company, named Lu Mose. When I was 27 years old, Zhang Yong 23 years old, we are very young, neither operating the company's experience, not even the concept of partnership shares, the two sides of one half of the shares divided, not set up the core control person. Due to the natural professional, from the beginning of the business, our division of labor is very clear, a responsible technology, a responsible for the market sales. However, not only does a company need these two kinds of people, especially as the company expands, it needs to be put into operation and management. He has a complete trust in me, and he listens to me for everything except research and development. Every time I talk to him about management, the market and so on, his favorite word is: listen to you. Over time, I do not ask him, my character has become more and more powerful. Now, looking back, the company has not been able to rush to a new level in the most critical years, one of the big reasons is the development and market separation (research and development Center moved to Chongqing in the second half of 2005). Zhang Yong is a Chongqing person, home in Chongqing, he likesThe pace of work and life there, and I had settled in Beijing. Although we all consider that separation may be detrimental to the development of the company, no one can convince anyone. We tried a few times in the middle, he was in Beijing or I was in Chongqing to try to adapt, but in less than two or three months, we can not stand. Later, we had a conference call, video conferencing, and so on. Therefore, Chongqing Research and Development Center is based on the Beijing company's product requirements to develop. In those years the software industry market is hot, many start-up companies can live well, including Lu Mose. There are many problems, development has not been too much impact, at least the revenue figures are very beautiful. Breaking up: When the company development encountered problems when the company developed smoothly, all problems are not a problem. Once development encounters problems, the contradictions between partners can easily be stimulated. The smooth cooperation between us began to meet the challenge. I began to have a criticism of his attitude to everything. The first is in the introduction of investment. Both Microsoft and Intel were interested in investing in us in 2008. Since the profits are good and the days are comfortable, we have not considered the size of the company in the first place, so the attitude towards the introduction of investment is not very open. I remember especially clearly that when the Intel CEO asked me if I was under pressure, I answered no, when they talked to me about the investment, I could not sleep every day, thinking I take you 1 yuan, how can I give you 10 dollars. I tried to seek help from Zhang Yong, but the result was not ideal. Second, the market is changing, but because of research and development and the market is increasingly disconnected, the product from a complete market to start to find customers. My marketing is getting more and more stressful, and for a while, I often pass this pressure on to him through emails. From his mail reply I understand, I changed "can be seen, he also under pressure." But we have not found a suitable outlet for this kind of pressure. In 2009, in order to accelerate the company's development to adapt to the mutation market environment, I introduced Intel's investment, the other side holding 5%, do not interfere with the company's specific business. The following year, I introduced a natural person shareholder, with multinational executives experience, proficient in management and strategy, but as a consultant, not responsible for specific business. The company's development encountered problems, especially after the 2009 financial crisis. We all thought about quitting, even considering selling the company. To tell you the truth, shutting down the company has no effect on us, but for those who have been with us for years. Once, I went to Chongqing, ready to lay off, one of the staff said to me: We are Zhang Yong picked up on the road kitten ", puppy", we put here as a family. I remember this phrase when I'm a company. So, I and Zhang Yong made a joint decision for the second time, not close the company, also do not sell, continue to do. But the desktop software market has changed a lot, how to let the company transition, we have been discussing the issue. Zhang Yong is the leader of product direction, when the whole company's development pressure on his shoulder, the pressure imaginable. By the year 2011, my husband had Jumeirah educationChildren's English drama Training School. I often take the children to class, Jumeirah gradually become interested in, so that later slowly want to participate in management, spend more time in Zhuo Mei. In order to ensure the development of Lu Mose, we decided to introduce professional managers, and then I gradually fade out, only in the discussion of important customers to participate. Six months later, Zhang Yong proposed to quit the company, he told me through MSN this matter, attitude resolute. At that time, I was on holiday with my parents in Hainan. Later I went to Chongqing to discourage him, he also promised to stay, but in 2012, he eventually left the company, did not reserve shares. I think he chose to leave because the responsibility and pressure are too big to bear.